Professional Documents
Culture Documents
Theoretical Perspectives
changing and fusing relationship between
HRM and HRD (Gibb, 2003; Ruona and
Gibson, 2004)
ambiguous and elusive relationship
between HRM and HRD (Mankin, 2003:2)
complex, ambiguous and dynamic
relationship between LMs and HR
specialists (Larsen and Brewster, 2003:
236)
LMs in HRM
early and sustained debate about
devolving HRM to LMs (Hall and
Torrington, 1998; Larsen and Brewster,
2003)
..to positively influence commitment,
quality, productivity and, ultimately,
business performance (Hutchinson and
Purcell, 2003).but challenges
LMs in HRD
partnership of LMs and HRs e.g. in
identification of training needs and
conducting training (Heraty and Morley,
1995)
difficulties in LM acceptance of HRD
responsibilities (Aston, 1994)
enablers and barriers
Research Design
semi-structured interviews within Hilton
LM questionnaire: consultation, piloting,
administration via hotel HR specialists
nominal, ordinal, ranking, Likert rating
scale and open questions; biographical
data
HR derivative questionnaire
Responses
population: 760 LMs and 76 HRs
10 questionnaires per unit for LMs; census of
HRs self-selection
response rate: 43% (328) LMs; 60% (46)
HRs
775 qualitative comments from LMs; 258
from HRs categorising by recurrent themes
SPSS data management; Mann-Witney &
one-way ANOVA significance tests
limitations
10
Respondent Profiles
LMs
- all 76 hotels
represented
throughout UK
- 30% GMs and
deputy managers;
53% departmental
managers
HRs
-
11
12
2.
3.
Supports of LMs in HR
Greatest support for LMs: working
relationship with HR in hotel, but HRs rate
this less.
Majority of LMs believe personal
development and provision of support
materials are most important supports.
HRs rate supports more highly.
Significant perceptual gaps in 4 areas.
LMs feel they need more HR and Esprit
training.
15
Barriers to LMs in HR
LMs dominant views: heavy workloads
(86%) and short term job pressures (78%).
Highly significant/ significant differences
across LMs and HRs in all barriers except
short term job pressures.
Highly significant differences in
perceptions of LM competence in HR.
16
questions)
18
Conclusions
perceptual divergence between LMs and
HRs: understanding and ownership of
Hiltons service and HR strategy; LM
involvement in and ranking of HR activities;
HRs support of LMs in HR; barriers to LMs
in HR; competence of LMs in HR
evidence of LM and HR convergent views
in effectively performing hotels; conversely,
LM and HR divergent views in poorly
performing hotels
19
Concluding Contention
20